GML Performance Consulting

Artha Gading Niaga Blok G no. 19

in association Jl. Bulevar Artha Gading
with Kelapa Gading Barat, Jakarta Utara 14240
strategic Tel. (021) 4585 0861 (hunting)
software solutions Fax. (021) 4585 0862
www.gmlperformance.com

y r
e onl Partne
T h R
d QP cific
tif i e -Pa
Cer n Asia ion
i re g Workshop on

DESIGNING HR STRATEGY &

SCORECARD:
Lessons from World Class Companies

Media Partner: Supported by:

Dovechem Group

This document is confidential and intended solely for the information of the client to whom it is addressed.
Unless otherwise stated, all copyright belong to GML Performance Consulting. Reproduction and distribution without written
consent from GML Performance Consulting is strictly prohibited.
 HOUSEKEEPING
• Time
• Coffee Break
• Lunch
• Hand phone
• No Smoking
• Toilet
• Emergency
PLEASE BE ON TIME!!! 2
 AGENDA
Agenda Day I (09:00 – 17:00)
• About Strategy
• Impact of HR Strategy on Company Performance
• The New Strategic Role of HR
• Aligning HR Process and Business Strategy
• Developing Effective HR Strategy and Scorecard: 3 Options
 OPTION A: Financial Driven Strategy Map and Scorecard
 OPTION B: Stakeholder Driven Strategy Map and Scorecard
• Aligning HR Initiatives to HR Strategy
• Examples of HR Scorecard and World Class HR Metrics

3
 AGENDA
Agenda II (09:00 – 17:00)
• Review of Day I
• Developing Effective HR Strategy and Scorecard: 3 Options
 OPTION C: Human and Organization Capital Readiness Scorecard
 Case Studies

Sharing Sessions
• Bambang Britono: HR Roles in Navigating Change at MBI (10:15 – 11:45)
• Bambang Warsono: HR as Strategic Partner in ELNUSA (15:15 – 16:45)

4
 UNDERSTAND THE TERMS

VISION : A desired future outcome of an organization

MISSION : The reason of organization’s existence, what we

do today to achieve vision

VALUES : Standard of belief and behaviors that guide

people’s actions

STRATEGY : It is a deliberate process of choosing a set of

activities differently from competitors, in order to
deliver a unique mix of value to customers

5
 THREE LEVELS OF STRATEGY
CORPORATE
CORPORATE

BUSINESS
BUSINESSUNITS
UNITS BUSINESS
BUSINESSUNITS
UNITS BUSINESS
BUSINESSUNITS
UNITS

FUNCTION
FUNCTION FUNCTION
FUNCTION FUNCTION
FUNCTION

FUNCTION
FUNCTION FUNCTION
FUNCTION FUNCTION
FUNCTION

FUNCTION
FUNCTION FUNCTION
FUNCTION FUNCTION
FUNCTION

6
 UNDERSTAND THE TERMS (CONT’D)
STRATEGY : It is a deliberate process of choosing a set of
activities differently from competitors, in order to
deliver a unique mix of value to customers
: An interrelationship among strategy objectives in
STRATEGY cause-effect format that reflects the “journey” of an
MAP organization’s strategy

: A concise statement describing the major activities

STRATEGIC that an organization must do well in order to
OBJECTIVES execute its strategy. A cause-effect mapping of SO
is termed as strategy map.

INITIATIVES/
Specific projects that need to be implemented in
: order to support the achievement of strategic
ACTION PLAN
objectives. A project normally has a beginning and
ending points.
7
 IMPACT OF HR ON COMPANY PERFORMANCE:
CASE OF SEARS RETAILERS
A Compelling A Compelling A Compelling
Place to Work Place to Shop Place to Invest

Attitude Customer
About the Recommendations
Service
Job
Helpfulness

Employee Return on Assets

Customer Operating Margin
Behavior Impression Revenue Growth

Attitude Merchandise
About the Value
Company Employee Customer
Retention Retention
5-Unit 1.3-Unit 0.5-Unit
Increase in Increase in Increase
Employee Drives Customer Drives in Revenue
Attitude Impression Growth
8
 COMPARISON OF HIGH & LOW
HR MANAGEMENT QUALITY
Bottom 10% Top 10%
HR Index HR Index
(42 firms) (43 firms)

HR Practices
Number of qualified applicants per position 8.24 36.55

Percentage hired based on a validated selection test 4.26 29.67

Percentage of jobs filled from within 34.90 61.46

Percentage in a formal HR plan including recruitment, development,
and succession 4.79 46.72

Number of hours of training for new employees (less than 1 year) 35.02 116.87

Number of hours of training for experienced employees 13.40 72.00

Percentage of employees receiving a regular performance appraisal 41.31 58.67

Percentage of workforce who received performance feedback from
multiple sources (360) 23.36 87.27

Target percentile for total compensation (market rate = 50%) 43.03 58.67

Source: Adapted from The HR Scorecard, Linking People, Strategy, & Performance, Brian E. Becker, Mark A. Huselid, David Ulrich
9
 COMPARISON OF HIGH & LOW
HR MANAGEMENT QUALITY
Bottom 10% Top 10%
HR Index HR Index
(42 firms) (43 firms)

HR Practices (continued)
Percentage of the workforce eligible for incentive pay 27.83 83.56
Percentage of different in incentive pay between a low-performing &
high-performing employee 3.62 6.21
Percentage of the workforce routinely working in a self-managed, cross-
functional, or project team 10.64 42.28
Percentage of HR budget spent on outsourced activities (e.g., recruiting,
benefits, payroll) 13.46 26.24

Number of employees per HR professional 253.88 139.51

Percentage of the eligible workforce covered by a union contract 30.00 8.98

Firm Performance
Employee turnover 34.09 20.87
Sales per employee $158,101 $617,576
Market value to book value 3.64 11.06

Source: Adapted from The HR Scorecard, Linking People, Strategy, & Performance, Brian E. Becker, Mark A. Huselid, David Ulrich 10
 ALIGNING HR PROCESS AND HR
STRATEGY
Internal Factors
Company Strategy
(Distinctive Strategy Scorecard
Competencies) Objectives – LAG
(Fin & Cust) Strategic Company Company
S W VISION, MISSION,
Measures/ Strategic Initiative/Project
VALUES
KPIs Initiatives KPIs
O T COMPANY SO – LEAD
(IBP, L&G)
External Factors
(Environment,
Industry CSF)

CASCADING AND ALIGNMENT

HR Strategy
Scorecard
Change
HR COMPETENCIES

Management Company
Culture
SO –LAG Strategic
Management (Cust, Fin) Strategic Initiatives
Initiative/Project
Personal HR VISION, Measures/
HR Strategic KPIs
Credibility MISSION KPIs
SO – LEAD Initiatives
HR Practices (IBP, L&G)
Business
Understanding 11
 MENGEMBANGKAN HR
SEBAGAI REKAN STRATEGIS

12
 PERAN TRADITIONAL
VS. PERAN BARU HR

PERAN V
PERAN I
TAKTIS,
BARU S
TRADISIONAL
1.1.Perencanaan
I
PerencanaanSDM SDM
2.2.Analisa
AnalisaPekerjaan
Pekerjaan
&
3.3.Rekrutment
Rekrutment&&Seleksi
Seleksi S
4.4.Pelatihan
Pelatihan&& Mengkaitkan
Mengkaitkan T
Pengembangan
Pengembangan Peran
PeranTaktis
Taktis R
5.5.Kompensasi
Kompensasi&&Reward
Reward Ke
Ke A
6.6.Perencanaan
PerencanaanKarir Strategi
StrategiPerusahaan
Karir Perusahaan T
7.7.Keluhan
Keluhan/ /Grievancy
8.8.Sistem
Grievancy E
Sistem InformasiSDM
Informasi SDM
Karyawan
Karyawan G
I
13
 Wah, gaji saya Oh, Dilbert, Apa ?
kecil sekali Orang tidak bekerja
Dilbert, Apa ? disini karena “uang”.
Dilbert
Saya minta
kenaikan gaji. Apa ?

Saya harus
membunuhnya
Orang bekerja disini Jika “tantangan” lebih Mengapa kamu tidak sebelum dia
Mau ?
karena “tantangan!” bernilai daripada berikan “uangmu” dan meracuni
“uang”……. saya akan berikan yang lain
“tantangan” saya?

14
 PERAN BARU HR

ORIENTASI MASA DEPAN / STRATEGIS

PPeennge e lolalaaann
SSDDMM gelololalaaan P eennggelo hann/ /
P eruubbaaha assi i
SStrtraate n PPerranssfoforrmma
teggi is
s TTran
PROSES MANUSIA
lo alaaann PPeenngge
l
geelo kturr&& lolaa
e
n n
g
Pefrasstrtruuktu
P KKoonnte l o
tri ibluaann
m K r
Kaarryyab ussi i
InInfraSSisistetem w
awaan
n

ORIENTASI HARI INI / OPERASIONAL

Diadaptasi dari: Human Resource Champions, David Ulrich 15

 PERAN & AKTIVITAS BARU HR
PERAN HASILYANG
HASIL YANG SEBUTAN AKTIVITAS
PERAN DICAPAI
DICAPAI SEBUTAN AKTIVITAS

Pengelolaan SDM Menghubungkan

Strategis Eksekusi Strategi Strategic Partner HR & Strategi
(Restrukturisasi)

Meningkatkan Proses
Pengelolaan Membangun Sistem Administrative Kerja Organisasi
Infrastruktur SDM Yang Efisien Expert (HR Info. System,
Servis yang efisien)

Meningkatkan Mendengar &

Pengelolaan Komitmen & Employee Menanggapi kebutuh-
Kontribusi Kemampuan Champion an karyawan
Karyawan Karyawan (Coaching & Counseling,
Career Planning)

Mengelola
Pengelolaan Membaharui Transformasi &
Perubahan & Organisasi Change Agent Perubahan (Culture
Transformasi Survey, Competency
Analysis)

16
Diadaptasi dari: Human Resource Champions, David Ulrich
 APLIKASI PERAN HR
DI HEWLETT-PACKARD
STRATEGIC LONG-TERM
CustomerNeed:
Customer Need:effective
effectivebusiness
businessand
and CustomerNeed:
Customer Need:organizational
organizational
HR strategies
HR strategies effectiveness
effectiveness
Ownership: 85% line,15%
Ownership: 85% line, 15%HRHR Ownership:51%
Ownership: 51%line,
line,49%
49%HRHR
HRFunction:
HR Function:alignment
alignment HRFunction:
HR Function:change
changemanagement
management
PMRole:
PM Role:strategic
strategicHR
HRmanagement
management PMRole:
PM Role:change
changeagent
agent

PMPMCompetencies:
Competencies: PMPMCompetencies:
Competencies:
• business knowledge
• • business knowledge • change managementskills
• • change management skills
HR strategy formulation
• • HR strategy formulation consulting/facilitation/coaching
• • consulting/facilitation/coaching
Influencing skills
• Influencing skills systemsanalysis
• systems analysisskills
skills

PROCESS PEOPLE
CustomerNeed:
Need:administrative
administrative CustomerNeed:employee
Customer Need:employee
Customer processes efficiency commitment
processes efficiency commitment
Ownership:5%
5%line,
line,95%
95%HRHR Ownership:98%
Ownership: 98%line,
line,2%
2%HR
HR
Ownership:
HRFunction:
Function:service
servicedelivery
delivery HRFunction:
HR Function:management
managementsupport
support
HR
PMRole:
Role:administrative
administrativeexpert
expert PMRole:
PM Role:employee
employeechampion
champion
PM
PMCompetencies:
Competencies: PMPMCompetencies:
Competencies:
PM• contentknowledge
knowledge • work environmentassessment
assessment
• • content • • work environment
process improvement management/employee development
• • management/employee development
• • process improvement performance management
Information technology
• • Information technology • performance management
customer relations
• • customer relations
serviceneeds
• service needsassessment
assessment
17
OPERATIONAL/DAY-TO-DAY
 CONTOH AKTIVITAS PER PERAN HR
DI HEWLETT-PACKARD
STRATEGIC/LONG-TERM
Strategic HR Management Change Management
HR is a major contributor to business HR partners with line managers to lead and facilitate
HR is a major contributor to business
strategy: HR partners with line managers to lead and facilitate
strategy: change:
change:
• Design HR strategies to align with usiness • Change management facilitation
• Design HR strategies to align with usiness • • Change management facilitation
objectives Consulting for increased organization effectiveness
objectives
• Consultation in the development of the organization’s • Consulting for increased organizationaction
effectiveness
• Consultation in thebusiness
development of the organization’s (assessment/diagnosis, contracting, planning,
values, mission, planning (assessment/diagnosis,
evaluation, follow-up) contracting, action planning,
values, mission, business planning
• Member of management team contributing to
• Member • evaluation, follow-up)
Organization design
businessofdecisions
management team contributing to • • Organization design
System/process redesign
business decisions
• Participates in business task forces (e.g., ISO 9000) • • System/process redesign
• • Participates in business of
task forces (e.g., ISO 9000) Reconstructing / re-engineering
• • Reconstructing / re-engineering
Program management
• Program workforce planning, skills Long-range team and management development
management of workforce planning, skills
assessment, succession planning, diversity, retraining • Long-range team and management development
• assessment, succession
Foster systems planning, focus
thinking/quality diversity, retraining
• Foster systems thinking/quality focus
PROCESS PEOPLE
HR Services Delivery Employee Commitment
HR provides more service, better quality, & greater HR facilitates, measures, & improves the quality of
HR provides more service, bettercost
quality, & greater HR facilitates, &
management measures,
teamwork.& improves the quality of
accessibility resulting in lower & increased management & teamwork.
accessibility resulting
customer satisfaction. in lower cost & increased
customer satisfaction. • Champion HP Way
• • Champion
• Wage review Facilitate HP
• • Facilitate
Way surveys
employee
• • Wage review tracking employee surveys
Promote inclusive environment
Requisition
• • Requisition • • Promote inclusive environment
tracking
Applicant sourcing/interview Management coaching
• • Applicant sourcing/interview • • Management coaching
Benefits program/delivery Communication
• • Communication with employees
• • Benefits program/delivery Investigation ofwith
openemployees
door issues
Reclassification/promotions
• • Reclassification/promotions • • Investigation of open door issues
Data base maintenance & transaction processing Performance evaluation review
• • Performance evaluation review
• • Data
Newbase
• • New
maintenance
program & transaction processing
introductions Corrective actions with employees & managers
• Corrective actions with employees & managers
program introductions
Classroom training delivery
• • Classroom training delivery
Interviewing
• Interviewing logistics
logistics
18
OPERATIONAL/DAY-TO-DAY
 PEMBAGIAN PERAN DALAM
PENGEMBANGAN HR
FUTURE/STRATEGIC FOCUS
External Consultant
3
Line Managers
5
Line Managers
4

Field
HR HR
5 3
PROCESS PEOPLE
HR
2
Corporate
HR
5 Line Managers
6

Outsource 3

Information Employees
Technology 2 2

DAY-TO-DAY OPERATIONAL FOCUS 19

BUILDING HR STRATEGY AND
SCORECARD

20
BUILDING HR STRATEGY AND
SCORECARD: 3 OPTIONS

FINANCIAL STAKEHOLDER
DRIVEN HR DRIVEN HR
SCORECARD SCORECARD

HUMAN &
ORGANIZATION
CAPITAL
SCORECARD

21
 DEFINISI

HR SCORECARD…….
“Suatu alat untuk memetakan dan mengelola
kontribusi strategis dari peran HR dalam
menciptakan nilai untuk mencapai strategi
perusahaan”

© copyright of GML Performance Consulting

22
 HR SCORECARD STRUCTURE:
Financial Vs. Stakeholder Driven

Financial Driven Stakeholder Driven

Financial “Customers”
Results

Financial
Customers
Results

Business Functional
Processes Processes

Learning & Learning &

Growth Growth
23
 THERE ARE 2 TYPES OF
DEPARTMENT LEVEL SCORECARD:

PERFORMANCE
PERFORMANCE CONTRACT SCORECARD
APPRAISAL • Objective: Performance Accountability to Superiors
• Approximately: up to 10 KPIs
•All the KPIs come from Department Scorecard

DEPART.

DEPT SCORECARD
• Objective: Unit Performance Management Tool for
the Unit Team
• Approximately: 15-20 KPIs
OPERATIONAL •Managing Key Priorities to achieve Performance
MANAGEMENT Contract KPIs

24
 BASIC PRINCIPLES OF
VALUING INTANGIBLE ASSETS

INTANGIBLE ASSETS’ ROLES CAN’T BE VALUED ON A

STAND ALONE BASIS.

AN INTEGRATION OF COMPLEMENTING INTANGIBLE

ASSETS AND ALIGNMENT WITH ORGANIZATION
STRATEGY ARE REQUIRED IN ORDER TO CREATE VALUE.

25
 Intangible Assets Must Be Aligned with
the Strategy to Create Value

Long-Term Shareholder Value

Financial
Perspective
Productivity Strategy Revenue Growth Strategy

Improve Cost Increase Asset Expand Revenue Enhance

Structure Utilization Opportunities Customer Value

Customer Value Proporsition

Customer Price Quality Availability Selection Functionality Service Partnership Brand
Perspective
Product/ Service Attributes Relationship Image

Operations Management Customer Management Innovation Regulatory and Social

Processes Processes Processes Processes
Internal
Perspective Processes that produce Processes that Processes that create Processes that improve
and deliver products enhance customer new products and communities and the
and services value services environment

Creating Strategic Job Strategic IT Organization Creating

Alignment Families Portfolio Change Agenda Readiness

Human Capital Information Capital Organization Capital

Learning and
Growth • Skills • Systems • Culture • Alignment
Perspective • Knowledge • Databases • Leadership • Teamwork
• values • Networks
26
Source: Strategy Maps, by Rober S. Kaplan & David Norton
BUILDING HR STRATEGY AND
SCORECARD: Option I

FINANCIAL STAKEHOLDER
DRIVEN HR DRIVEN HR
SCORECARD SCORECARD

HUMAN & ORG.

CAPITAL
READINESS
SCORECARD

27
 PETA STRATEGI: BANK XYZ

Strategi Pertumbuhan Penjualan Strategi Produktivitas

“Tingkatkan penjualan dengan “Kurangi biaya dengan meningkatkan
meningkatkan inovasi produk.” efisiensi pelayanan.”

Tingkatkan
Financial ROE
Perspective Perluas Jenis Tingkatkan Efisiensi
Produk yang Dijual Operasi

Customer Tingkatkan Tingkatkan Kepuasan

Perspective Kepercayaan Pelanggan Pelanggan atas Pelayanan

Develop HR
Scorecard
Internal Tingkatkan Bentuk Cross-Sell Bentuk Tingkatkan
Perspective Kurangi
Kualitas Produk Produk Saluran Waktu
Masalah
Pemasaran Baru Baru Pelayanan Baru Tanggapan

Tingkatkan
Learning Produktivitas
Karyawan
& Growth
Perspective Tingkatkan
Mengurangi Kompetensi
Kepuasan
Turnover yang Tinggi 28
Karyawan
 HR STRATEGY MAP: BANK XYZ
Meningkatkan ROE
F F1 Tingkatkan
LAGGING

Produktivitas Karyawan

C2 C3
C C1Mengurangi Tingkatkan Kepuasan Karyawan
Kompetensi
Turn Over yang tinggi

I1 I2 I3
I Meningkatkan
Performance Meningkatkan
Appraisal yang Kualitas
LEADING

Pelayanan HR
rutin & objektif Rekruitmen

L1 L2 L3
L Pengembanga
Sistem Performance
Appraisal yang Iklim kerja
n Kompetensi sesuai dengan yang
yang sesuai strategi mendukung
29
 HR SCORECARD BANK XYZ
SASARAN STRATEGIS UKURAN-UKURAN STRATEGIS TARGET AKTUAL
F1 Produktivitas Karyawan - Sales/ Employee
C1 Mengurangi Turn Over - Turnover Rate:
- Voluntary Turnover
- Involuntary Turnover
C2 Kepuasan Karyawan - Employee Satisfaction Index (ESI)
C3 Kompetensi yang tinggi - Competency Gap Index
I1 Meningkatkan Pelayanan HR - Coaching & Counseling Services offered
- Lead time for service processing
I2 Performance Appraisal yang rutin - Number of PA objectivity complains
dan objektif - % of Performance Appraisal (PA) done on time
I3 Meningkatkan Kualitas Rekruitmen - % of offers accepted
- % of Recruitment Competency Gap
L1 Pengembangan Kompetensi yang - Number of frontliners trained 'cross selling skills'
sesuai - % of training program planning executed
- Number of employees appraised with PA system that
L2 Sistem Performance Appraisal
yang sesuai dengan strategi link with company strategy
L3 Iklim kerja yang mendukung - Organization climate survey (part of ESI)

30
 MENYELARASKAN SASARAN DENGAN
INISIATIF STRATEGIS
HR STRATEGY MAP: BANK XYZ
Meningkatkan ROE

F F1 Tingkatkan SASARAN STRATEGIS UKURAN-UKURAN STRATEGIS INISIATIF STRATEGIS

Produktivitas Karyawan
F1 Produktivitas Karyawan - Sales/ Employee
LAGGING

C2 C1 Mengurangi Turn Over - Turnover Rate:

C1 C3
C Mengurangi
Tingkatkan Kepuasan Karyawan
Kompetensi
- Voluntary Turnover
Turn Over yang tinggi
- Involuntary Turnover
C2 Kepuasan Karyawan - Employee Satisfaction Index (ESI)
I1 I2 I3
I Meningkatkan
Performance Meningkatkan C3 Kompetensi yang tinggi - Competency Gap Index
LEADING

Appraisal yang Kualitas

Pelayanan HR
rutin & objektif Rekruitmen I1 Meningkatkan Pelayanan HR - No. of Coaching & Counseling Services offered - Kampanye C&C
- Lead time for service processing - Setting SLA
L1 L2 L3 I2 Performance Appraisal yang rutin - Number of PA objectivity complains
L Pengembangan
Kompetensi
Sistem Performance
Appraisal yang sesuai
Iklim kerja
yang
yang sesuai dengan strategi mendukung
dan objektif - % of Performance Appraisal (PA) done on time
I3 Meningkatkan Kualitas Rekruitmen - % of offers accepted
- % of Recruitment Competency Gap
L1 Pengembangan Kompetensi yang - Number of frontliners trained 'cross selling skills'
sesuai - % of training program planning executed
- Number of employees appraised with PA system that
L2 Sistem Performance Appraisal
yang sesuai dengan strategi link with company strategy
L3 Iklim kerja yang mendukung - Organization climate survey (part of ESI)

Strategic Objectives Strategic Initiatives PIC Completion Budget Week

Date
1 2 3 4 5 6 7 8 9 … 52
I1. Meningkatkan pelayanan HR Kampanye Coaching & Counseling HR June 30, Rp. 150,000,000
Service 2005
Mgr
Setting Service Level Agreement HR HRIS Mgr Jan 30, 2005 N/A

31
 HR EFFICIENCY MEASURES
Absenteeism rate by job category and job performance Number of stress-related illnesses
Accident costs Number of training days & programs per year
Accident safety ratings Offer-to-acceptance ratio
Average employee tenure (by performance level) OSHA audits
Average time for dispute resolution
Percentage of and number of employees involved in
Benefits costs as a percentage of payroll or revenue training)
Benefits costs/competitors’ benefits costs ratio Percentage of correct data in HR information system
Compliance with federal and state air employment
practices Percentage of employee development plans completed
Compliance with technical requirements of affirmative
action Percentage of employees with access to appropriate
training & development opportunities
Comprehensiveness of safety monitoring
Cost of HR-related litigation Percentage of new material in training programs each
year
Cost of injuries
Percentage of payroll spent on training
Cost per grievance
Cost per hire Percentage of performance appraisals completed
on time

Source: Adapted from Dave Ulrich, “Measuring Human Resources: On Overview of Practice & a Prescription for Results,” 32
Human Resources Management 36 (Fall 1997): 303-320
 HR EFFICIENCY MEASURES (Cont’d)
Cost per trainee hour Response time per information request
HR department budget as a percentage of sales Sick days per full-time equivalent per year
HR expense per employee Speed of salary action processing
HR expense/total expense Time needed to orient new employees
Incidence of injuries Time to fill an open position
Interviews-per-offer ratio (selection ratio) Total compensation expense per employee
Lost time due to accidents Total HR investment/earnings
Measures of cycle time for key HR processes Total HR investment/revenues
Number of applicants per recruiting source (by quality) Turnover by recruiting source

Number of hires per recruiting source (by quality) Turnover costs

Number of courses taught by subject
Number of recruiting advertising programs in place
Number of safety training and awareness activities
Turnover rate by job category and job performance
Variable labor costs as percentage of variable revenue
Workers’ compensation costs
Workers’ compensation experience rating

Source: Adapted from Dave Ulrich, “Measuring Human Resources: On Overview of Practice & a Prescription for Results,” 33
Human Resources Management 36 (Fall 1997): 303-320
 PETA STRATEGI HR SCORECARD: MANUFACTURING

F Meningkatkan ROCE: 12%

“Bagaimana kita
menunjukkan produktivitas
F1 Tingkatkan
• Sales per karyawan
• HR budget as percentage of Sales
HR kepada pemegang
saham”
Produktivitas Karyawan

C2 C3
C C1
Tingkatkan
Tingkatkan kerja sama antar bagian Tingkatkan
“Bagaimana internal kompetensi
customers kita melihat dan
kepuasan karyawan
merasakan dampak/peran karyawan
• Team Work Index (Bagian dari ESI)
HR”
• Jumlah keluhan karyawan • Jumlah cross-functional team yang terbentuk
• Competency Gap Index
• Employee Satisfaction Index

I1 I2 I3
I Mengembangkan Tingkatkan rotasi Perbaiki proses
infrastruktur IT antar departemen rekrutment
“Proses yang harus kita
miliki untuk mencapai
financial performance & • % karyawan yang bisa akses ke LAN • % karyawan yang dirotasi • Competency Gap Index untuk karyawan
internal customer yang baru
satisfied” • % Offer yang diterima

L Mengembangkan L1 Tingkatkan pelatihan L2

“Proses pengembangan lingkungan kerja kondusif strategis
SDM & lingkungan yang
perlu kita lakukan untuk
• Planned training vs. actual:
mencapai sasaran di atas” • Jumlah events karyawan • Training categorized into:
Communication with customer &
supplier, Creativity, Team Building, and 34
© copyright of GML Performance Consulting Leadership
BUILDING HR STRATEGY AND
SCORECARD: Option II

FINANCIAL STAKEHOLDER
DRIVEN HR DRIVEN HR
SCORECARD SCORECARD

HUMAN & ORG.

CAPITAL
READINESS
SCORECARD

35
 STEP BY STEP APPROACH IN
DEVELOPING STAKEHOLDER DRIVEN HR STRATEGY
Understand Corporate
Vision & Mission
Clarify
& Align
Understand HR Mission Identify High- Identify High-Level
Identify High- Level Blue Blue Print
Develop HR Blue Level Blue Print Print Customer Customer
Print/Value Chain PIC Expectation

Develop HR Strategy
Map

Develop HR Strategy
Measures

Refine & Finalize HR

Scorecard

Develop Data Automate Socialization &

Gathering Plan Systems Implementation

© copyright of GML Performance Consulting 36

 HR Division

Mission
Developing & implementing XYZ’s HR strategy and policy in
order to build a highly effective HR management that
contribute to the achievement of company vision and mission

Visi

s i
rt a
By year 2007, we will become a highly recognized HR Division
in Indonesian community; an HR Division that implements best

s
practices in HR and organizational development.

lI u
Underlined words are key words that
reflect the subtance of vision and mission
of Dept

37
“Customer” HR
s i
Primary Stakeholders:
t r a
s
Ilu XYZ
Semua pegawai XYZ
Semua Department di Lingkungan
Direksi

Secondary Stakeholders:
Universitas
s i
Pelamar Pekerjaan (Sarjana Baru)
t r a
lI us
38
 OUTPUT DAN HARAPAN UTAMA DARI “CUSTOMER” HR

No. Produk/Output Stakeholder Utama Harapan Utama

Arah dan Strategi (Blueprint)

1. Arah dan Strategi (Blueprint) Direksi dan Dept Heads yang mendukung
Sistem HR dan Organisasi pencapaian Sasaran
XYZ Strategis XYZ dan Depts

2. Jasa konsultansi dalam Line Manager Terpenuhinya jumlah dan

implementasi kebijakan kualitas SDM sesuai
bidang HR kebutuhan organisasi.

3. Sistem Manajemen Sumber Direksi, Line Manager dan Sistem HR yang obyektif,
Daya Manusia (Rekrutmen, seluruh pegawai transparan, seimbang
Training, Mutasi, Promosi, antara kebutuhan
Career Path, Succession organisasi dan pegawai
Planning, PA, Gaji dan serta didasari oleh
Fasilitas, Disiplin/Tatib) Corporate Value.

4. Pelaksanaan dari sistem Line Mgr dan seluruh Pelaksanaan sistem HR

Admin HR (eksekutor). pegawai yang tepat waktu, efisien,
konsisten dan transparan.

39
 Division HR
Strategy Map Mission

Division HR Division HR Vision

Customer Financial

Fulfill the need for Manage internal

Improve employee
workforce of other financial resources
productivity
Depts optimally efficiently

Implement Enhance career

Align Personal competency based planning for all
Goals recruitment systems levels
Functional Process

Implement
integrated HRIS

Learning

Develop Develop a conducive

competency of work climate in HR
internal HR Div
40
BUILDING HR STRATEGY AND
SCORECARD: Option III

FINANCIAL STAKEHOLDER
DRIVEN HR DRIVEN HR
SCORECARD SCORECARD

HUMAN & ORG.

CAPITAL
READINESS
SCORECARD

41
 FRAMEWORK FOR MEASURING
INTANGIBLE ASSETS
Cash

Liquidity: The ease with which

ity
Short-Term Assets an asset can be converted to
uid

•Accounts Receivable cash.

•Inventory
Liq

Long-Term Assets
•Equipment
•Property

•Tangible Assets

Strategy
ss

Readiness: The extent to which

•Human Capital
dine

an intangible asset meets the

•Information Capital
•Organization Capital requirements of the strategy.
Rea

Intangible Assets
Intangible assets can be converted into tangible outcomes (revenue growth or
cost reductions) through direct support of the strategy.
42
Source: Strategy Maps, by Rober S. Kaplan & David Norton
HUMAN CAPITAL

43
 HUMAN CAPITAL READINESS
Define the availability of competencies of Strategic Job
Families within the organization to support the strategy of
the organization.

What is Strategic Job Families?

Specific positions in which employees with these competencies
can have the biggest impact on implementing the strategy of the
organization.

What is Competency?
Competency is the vital behavioral skills, knowledge and
personal attributes that distinguish exemplary performers from
adequate performers who occupy a job. 44
 WHAT IS COMPETENCY?

Knowledge
Skills
Attitude/Personal Attribute
Competency

Observable Behavior

Job Performance

45
 LINKING COMPETENCY TO
PERFORMANCE
LEAD LAG

Personal Observable Behaviors Performance

Attribute
Motive Skill
Trait
Self-Concept

Example: Achievement Motivation

Achievement Goal setting, Continuous

Motivation Personal Responsibility, Improvement
Use of feedback
Quality
Productivity Sales,
Earnings
“Doing Better”
• Competition with Calculated risk taking Innovation
standard of excellence
• Unique Accomplishment New products, services
46
 TYPES OF COMPETENCY

Employee Core Competency

Competency that relate to organization’s values, mission and
strategy. In some cases, it was referred to as core values.

Managerial Competency
Competencies that relate to skills needed to perform managerial
work and process.

Technical/Functional Competency
Competencies that pertains to specific bodies of knowledge and
skills required to perform the defined activities in an industry,
function or job.

47
 MAPPING HUMAN CAPITAL READINESS

Customer
Strategy Innovation
Processes Management Operational
Processes
Processes

ALIGNMENT Yes

READY?
Identify Core
CompetenciesIdentify Strategic
Job Families Develop
Competency
Conduct
Model
Assessment
HUMAN CAPITAL DEVELOPMENT

Recruitment Performance Compensation

No
Career Planning Training
& Selection Appraisal & Benefit

Business Strategy 48
 MEASURING THE STRATEGIC READINESS
OF HUMAN CAPITAL
Strategic Readiness: The State of Readiness of Intangible
Assets to Support the Strategy

Required Number of
Cross-sell the Financial Planners
Strategy 100
Product Line

Noncertified

Strategic Readiness Strategic

40 Readiness
Ratio = 4

Certified

Strategic Job
and Financial Planner
Competencies

• Solutions selling/ relationship management

• Product-line knowledge
• Licensed as certified financial planner

49
Source: Strategy Maps, by Rober S. Kaplan & David Norton
 Strategic Jobs and Competencies at Chemico, Inc.
Innovation Customer Management Operations Management Social Responsibility

Strategic Partner in Conduct Create Improve Improve Improve Improve

Product Applied Value-Added Order Supply-Chain Feed-Stock Environmental
Processes Development Research Partnership Fulfillment Planning Sourcing Performance

Strategic Job Joint Venture

Senior Solutions Call Center SCM Design Feed-Stock Environmental
Families Program
Scientists Engineers Representatives Specialists Traders Engineers
Managers
Competency Profile
Knowledge • Industry • Subject • Customer • Customer • Acknowledged • Subject • Subject matter
knowledge matter knowledge knowledge SCM expertise matter expertise
expertise • Product expertise • Company
• Customer knowledge • Company knowledge
• Contracting knowledge • CRM system • Consulting knowledge
skills mastery skills
• Project • Project
• Negotiation • Business • Consulting • Negotiating
Skills management management
skills acumen skills skills
skills skills
• Relationship • Project • Relationship
• Change • Change
management management management
management management
skills skills skills
skills skills

Values • Results- • Team player • Customer • Results- • Results- • Results- • Team player
oriented partnership oriented oriented oriented

Number
5 25 30 20 1 5 5
Required
Qualified 2 15 15 15 0 1 2

Human Capital
Readiness 40 % 60 % 50 % 75 % 0% 20 % 40 %

R Y R Y R R R

50
Source: Strategy Maps, by Rober S. Kaplan & David Norton
 Human Capital Readiness: BANK XYZ
Operational Excellence Customer Management Innovation Responsibility
Citizen
Strategic Provide Cross-sell Shift to Understand
Minimize DevelopNew
Rapid the Product Appropriate Customer Diverse
Processes Problems
Response Line Channel Segments
Products
Workforce

Strategic Job
Quality Call Center Financial Consumer Joint Venture Community
Families Manager Representative Planner
Telemarketer
Marketer Manager Recruiter

Competency • Six Sigma • Customer • Solution • Phone selling • Market • Relationship • Community
Profile • Problem Interaction selling • Product-line research management roots
management center (CIC) • Relationship knowledge • Market • Negotiation • Public relations
system • Problem management • Order communication skills • Legal
management • Product-line management • Cross- • e-Commerce frameworks
system knowledge system business know-how
• Team • Certified process
building financial
planner

Number
30 20 100 20 10 30 10
Required

Strategic Job
Readiness 100 % 90 % 40 % 50 % 20 % 70 % 80 % 65 %

G G R R R Y G R

Human
Strategic Job Readiness
Capital
Ratio
Readiness

51
Source: Strategy Maps, by Rober S. Kaplan & David Norton
ORGANIZATION CAPITAL

52
 ORGANIZATION CAPITAL
READINESS
Four Components of Highly Ready Organization
Capital:
• Culture: Awareness and internalization of organization vision,
mission, and core values needed to execute the strategy
• Leadership: Availability of qualified leaders at all levels to
mobilize the organization towards its strategy
• Alignment: Individual, team, and departmental goals and
incentives linked to attainment of strategic objectives
• Sharing: Knowledge with strategic potential shared throughout
the organization

... But, different organizations may emphasize

different aspects in their strategy 53
ALTERNATIVE MEASURES OF CULTURAL VALUES:
SOME EXAMPLES
Creating Value
Executing Strategy

Source: Strategy Maps, by Rober S. Kaplan & David Norton 54

DEFINING AND MEASURING
STRATEGIC ALIGNMENT

Source: Strategy Maps, by Rober S. Kaplan & David Norton 55

 Measuring Strategic Awareness and Alignment
at First Community Bank (FCB)
FCB Strategy Map

Learning and Growth Perspective

Human Capital Organization Information
(L1) (L4)
(L2) (L3)
We develop, We have the
I’m developing the We understand the
recognize, retain, information and tools
skills I need to strategy and know we need to do our
and hire great
succeed what we need to do. jobs.
people.

We understand the
L3 strategy and know
what we need to do.
FCB will communicate its strategy through the Balanced Scorecard and cascade it Measures
to the appropriate levels within the organization over time. This will ensure that
everyone knows what the FCB strategy is. How it relates to the big picture at FCB, • Strategic understanding
and how it can be used to prioritize day-to-day activities. FCB leadership will work • Organization Alignment
to make sure that strategic communications are open, clear, and consistent. • Personal Alignment

Strategic Understanding Organization Alignment Personal Alignment

Q6 The goals of FCB are well aligned with the corporate Q12 I understand how well corporate is doing in achieving
strategy. its strategy.
Q1 I understand the corporate
Q7 The goals of my division are well aligned with the Q13 I understand how well FCB is doing in achieving its
strategy.
FCB strategy. strategy.
Q2 I am regularly informed of the
Q8 The goals of my division are well aligned with other Q14 I understand how well my division is doing in achieving
FCB strategy.
FCB division. its strategy.
Q3 I understand the FCB strategy.
Q9 My division works effectively with other FCB Q15 I understand how my day-to-day job helps achieve the
Q4 I understand the goals of my
divisions to meet customer needs. FCB strategy.
division.
Q10 It’s easy to get help from other FCB divisions to Q16 I understand how my day-to-day job helps achieve the
Q5 I understand how my division
meet customer needs. goals of my division.
helps FCB achieve its strategy.
Q11 Improving the degree of alignment & synergy Q17 My personal goals are set with the FCB Strategy and
between FCB divisions is a high priority. my divisional goals in mind.
56
Source: Strategy Maps, by Rober S. Kaplan & David Norton
LEADERSHIP MODEL: PROCESS FOCUS
Strategic Objective Strategic Measure Organization

(A) Develop leadership depth  Percent of key positions without Regional bank
identified successor

 Progress versus leadership

development plan

(B) Develop our unique  Internal versus external Manufacturing

leadership profile management hires

(C) Develop leaders  Percent of personnel adherence to Military health care

leader development life cycle

(D) Make leadership a  Number of projects run by self- Pharmaceuticals

participative directed work teams

(E) Develop effective  Vacancy rate Health care

leadership
 Employee survey

(F) Foster an environment of  Number of approvals needed for Health care

leadership at every level decisions

(G) Increase senior  Percent of favorable leadership Telecom

management leadership score on staff survey
skills

(H) Take ownership and  Leadership development rating Regional bank

execute strategy (360 feedback)

Source: Strategy Maps, by Rober S. Kaplan & David Norton 57

ORGANIZATION CAPITAL READINESS REPORT

Attribute Strategic Objective Strategic Measure Target Actual

To develop the availability of leaders at all • Leadership gap 90 % 92 %

Leadership levels to mobilize the organization toward (Percent of key attributes in competency
its strategy model rated above threshold) G

80 % 68 %
• Customer – focused
To develop awareness and internalization (Customer survey; percent who R
Culture of the mission, vision, and core values understand our mission)
needed to execute the strategy • Other core values 80 % 52 %
(Employees change readiness survey)
R

• Strategic awareness 80 % 75 %
(Percent of staff who can identify
To ensure alignment of goals and R
organization’s strategic priorities)
Alignment incentives with the strategy at all levels of
• Strategic alignment
the organization 100 % 60 %
(Percent of staff with objectives and
incentives linked to Balanced Scorecard) R

5.0 6.1
To ensure the sharing of knowledge and • Best-practice sharing
Sharing staff assets with strategic potential (Number of KMS hits/ employee) G

58
Source: Strategy Maps, by Rober S. Kaplan & David Norton
 A STRATEGIC PROGRAM TO DEVELOP
ORGANIZATION CAPITAL READINESS
Organization Capital
Organization Capital Development Program
Readiness Report
Measure of Strategic
Targets
Attribute Strategic Strategic Initiatives Lead Indicators Program
(Sample)
Readiness Budget
• Leadership
• Percent of Internal
• Leadership Gap Development
Versus External Hires
Leadership (Key Attributes)
90 % • Succession Planning
• Percent of Participation in $xxx
• Governance Process
• Strategy Management Leadership Courses

• Communications
• Percent of Employees
• Customer – Focused 80 % • Change Management
Culture • Core Values 80 % • Leadership
Regularly Surveyed $xxx
• Culture Assessment
Development

• Performance
Management • Personal Goals Linked to
• Strategic Awareness 80 % • Total Compensation BSC (percent)
Alignment • Strategic Alignment 100 % and Reward • Percent Receiving $xxx
• Positive Work Incentive Compensation
Environment

• Sharing Across
Bounderies • Knowledge
Management • Percent Using
• Best Practices 100 %
Sharing • Key People (versus plan)
• Organization Knowledge – Sharing $xxx
Effectiveness Channels
• Teams • Staff Rotation
• Rewards

Source: Strategy Maps, by Rober S. Kaplan & David Norton 59

 SUMMARY:
INTANGIBLE ASSETS READINESS REPORT

Source: Strategy Maps, by Rober S. Kaplan & David Norton

60
“Success is 1% inspiration and
99% perspiration.”
Thomas Edison

61
APPENDIX

62
 TUGAS KELOMPOK

Sales &
Marketing Co.
TOMIDA
Part I
Case Study

63
 SALES & MARKETING COMPANY (Hal. 1)
STUDI KASUS MEMBANGUN HR STRATEGY DAN SCORECARD:
TOMIDA COMPANY
Tomida adalah perusahaan automobil yang menduduki peringkat kelima di dunia, setelah General Motors, Ford, Daimler-
Chrysler, dan Toyota. Tomida menguasai kurang lebih 7.5% dari seluruh pangsa pasar automobil sedunia, dengan pasar
terbesar mereka adalah di Jepang dan Eropa. Di masa lampau, Tomida tidak terlalu banyak memfokuskan diri pada operasi
perusahaan di Indonesia, dan lebih banyak mengandalkan distributor lokal untuk memperkenalkan dan menjual produk-
produknya, yang sebagian besar adalah jenis mobil sedan (merk Picasso) dan kendaraan multi guna (merk Suprima). Namun
sejak tahun 2004, Tim Manajemen Korporat Tomida telah memutuskan untuk melakukan investasi sepenuhnya di Indonesia
dengan mempertimbangkan kondisi pemulihan ekonomi dan ukuran pasar Indonesia yang cukup potensial. Sebagai awal dari
komitmennya, Tomida sudah mulai membangun fasilitas manufacturing dengan kapasitas produksi dalam setahun sebesar
2,000 untuk Picasso dan 6,000 untuk Suprima. Selain itu, tim baru manajemen untuk operasi di Indonesia juga sudah mulai
dibentuk pada akhir tahun 2002. Tim ini terdiri dari Bp. Suzuka sebagai Presiden Direktur, Bp. Iwan sebagai Direktur
Produksi/Teknis, Bp. Ali sebagai Direktur Penjualan dan Pemasaran, Bp. Smith sebagai Direktur Purna Jual dan Bp. Budi
sebagai Direktur Keuangan dan SDM.

STRATEGI DARI TOMIDA

Sejak ditunjuknya Dewan Direksi baru untuk Indonesia, mereka mengadakan pertemuan strategis di Bali untuk menganalisa
informasi tentang industri automobil di Indonesia. Berdasarkan hasil analisa tersebut, Dewan Direksi menetapkan Visi dan
Strategi berikut untuk menunjang pertumbuhan pasar Indonesia secara agresif.
• Visi Tomida untuk tahun 2009: Menjadi pemimpin dalam segmen pasar kendaraan multiguna (MPV) di Indonesia
dengan menyediakan kendaraan dengan kualitas tinggi dan layanan purna jual yang dapat diandalkan.
• Implementasi sistem Total Quality Management (TQM) untuk menjamin diproduksinya kendaraan dengan kualitas tinggi.
• Eliminasi lini produksi kendaraan sedan dan memfokuskan diri hanya pada segmen pasar MPV dengan memperkenalkan
produk inovatif yang sudah terbukti di pasar global.
• Ekspansi dan membangun dealer penjualan dan pelayanan yang berkualitas tinggi di seluruh Indonesia.
• Membangun strategi penjualan dan pemasaran yang inovatif dan agresif untuk menumbuhkan target penjualan dari
1,500 MPV di tahun 2005 menjadi 2500 MPVdi tahun 2006, untuk selanjutnya bertumbuh menjadi 5,000 MPV di tahun
2007.
64
• Implementasi sistem Performance Management sebagai alat untuk mentranslasikan strategi diatas menjadi aksi.
 SALES & MARKETING COMPANY (Hal. 2)
STUDI KASUS MEMBANGUN HR STRATEGY DAN SCORECARD:
PELANGGAN TOMIDA
Pelanggan Tomida’s dibagi menjadi 2 segmen: pemilik kendaraan pribadi dan korporat yang membeli kendaraan untuk
kepentingan operasi perusahaan. Pemilik kendaraan pribadi dilayani secara eksklusif oleh Dealer Tomida. Setiap dealer
secara independen dimiliki dan dioperasikan oleh pemilik dengan dukungan penuh dari Tomida. Saat ini, Tomida mempunyai
32 dealer yang tersebar di seluruh Indonesia, dengan konsentrasi terpusat di Jakarta (14 dealer), Jawa Barat (3), Surabaya
(3), Medan (2) dan lainnya. Karena Suprima ditargetkan untuk keluarga atau profesional dari kelas menengah ke atas, maka
citra produk, keandalan dan layanan purna jual merupakan prioritas utama dari pemilik kendaraan.

Perusahaan-perusahaan besar seperti Alcatel dan BCA membentuk segmen pasar kedua untuk produk-produk Tomida.
Pelanggan-pelanggan ini umumnya membeli dalam jumlah besar, menekankan pada pentingnya layanan yang andal dan
kemudahan membeli secara kredit; proses pengambilan keputusan sangat kompleks dan dapat memerlukan waktu sampai
satu tahun penuh agar dapat menutup penjualan. Di masa lampau, 34% penjualan Tomida di Indonesia berasal dari segmen
pasar korporat.

PERSAINGAN TOMIDA
Suprima dijual dengan harga antara Rp. 180 sampai 250 juta per unit, tergantung pada jenis mesin (DOHC atau SOHC) dan
aksesoris produk lainnya (jok kursi kulit, “bull-guards”, Sistem Rem ABS (Antilock Brake Systems) etc). Di kelas sejenis, ada
beberapa produk pesaing seperti Terrano dari Nissan (15% pangsa pasar di tahun 2003), Blazer dari General Motors (21%),
dan Carnivals dari KIA (37%). Di tahun 2003, Suprima hanya mengambil 10% dari total penjualan MPV di Indonesia.
Berdasarkan historis, ukuran pasar MPV bertumbuh sekitar 10%, dan diharapkan untuk terus berkembang pada laju
pertumbuhan yang sama di masa yang akan datang.

ISU-ISU DALAM BISNIS

Untuk menumbuhkan penjualan, berikut ini adalah isu-isu besar yang dihadapi Tomida di masa lampau:
• Kualitas dari Salespeople yang dimiliki saat ini cukup rendah. Di masa lampau, dealer merekrut sendiri Salespeople dan
minimnya kesempatan untuk mengikuti orientasi dan pelatihan.
• Sistem Kompensasi yang bervariasi diantara setiap dealer. Kebanyakan dealer menggunakan kombinasi dari gaji tetap
dan komisi, dengan penekanan lebih banyak pada komisi. Perhitungan komisi didasarkan secara utuh pada jumlah
mobil yang dapat dijual.
• Tingkat perputaran karyawan yang tinggi, disertai dengan minimnya pelatihan dan terlalu banyak fokus pada hasil akhir,
mengakibatkan terbentuknya fokus jangka pendek dari Salespeople. Survei belakangan ini yang diadakan oleh Tomida
untuk pemilik mobil menunjukkan tingkat kepuasan pelanggan yang sangat rendah. 65
 SALES & MARKETING COMPANY (Hal. 3)
STUDI KASUS MEMBANGUN HR STRATEGY DAN SCORECARD:

TUGAS ANDA

Anggap Anda adalah Kepala Divisi HR. Anda diminta oleh Bp. Suzuka untuk membangun peta strategi
HR dengan menggunakan model HR Scorecard agar Tomida Indonesia dapat mencapai target
penjualan yang telah ditetapkan. Kaji kembali visi & strategi perusahaan yang baru, dan isu-isu bisnis
yang dihadapi. Dan bangunlah peta strategi dan HR Scorecard beserta ukuran-ukuran strategisnya
secara lengkap.

66
 TOMIDA CASE STUDY
HR STRATEGY MAP
Financial F1. Increase
Sales Productivity

C1. Develop a
market focused
Customer enterpreneurship
culture
C3. Increase
C2. Reduce Competency
Turn-over among sales
force

I1. Increase I2. Develop

Internal motivating I4. Deliver first I5. Implement
Functional Effectiveness in class, HR Market-oriented
Recruitment performance-based
Process and aligned PM services culture activities
systems

I3. Maintain
ISO integrity
within HR Dept
Learning &
Growth L1. Develop L2. Develop Leadership at all
Strategic levels to mobilize all employees
Skills toward TOMIDA Strategy 67
 TOMIDA CASE STUDY
KPI TABLE
Financial F1. Increase
Sales Productivity

• Sold units per HO employees: 25 units per year

• Sold units per sales people (inc. dealers): 10 units per year

C1. Develop a
market focused
enterpreneurship
culture
• Corporate culture and climate survey index: 85%
Customer

C3. Increase
C2. Reduce Competency
Turn-over among sales
force

• Turn-over for HO employees: 3% • % qualified sales force vs.

• Turn-over among sales people: 10% requirements: 85%

68
 TOMIDA CASE STUDY
KPI TABLE
I1. Increase
• % of recruitted candidates per plan: 100%
Effectiveness in
• Number of participations in recruitment events: 5
Recruitment
Internal
Functional I2. Develop • % of employees fully participating in new systems
Process motivating by end of year: 35% (Managers and above)
performance-based
and aligned PM
systems

I3. Maintain ISO • Number of major audit findings: 0 major case

integrity within HR
Dept

I4. Deliver first

class, HR services • % Compliance to HR service level agreement: 95%

I5. Implement
Market-oriented • Completion of corporate culture activity plan: 100%
culture activities

Learning &
Growth L1. Develop L2. Develop Leadership at all
Strategic levels to mobilize all employees
Skills toward TOMIDA Strategy
• % employees covered by formal training: 100% • % of Supervisors and Managers covered in
• Average training days per employees: 7 days Leadership Development Programs: 100%
(Managers), 3 days (staff) 69
 TUGAS KELOMPOK

Sales &
Marketing Co.
TOMIDA
Part II
Case Study

70
 STUDI KASUS MEMBANGUN
HUMAN CAPITAL REPORT CARD:
TOMIDA COMPANY (PART II)
Hasil analisa dan presentasi Anda ternyata sukses besar. Tidak sia-sia bahwa selama ini Anda melakukan interview berkali-kali dengan
anggota direksi dan para kepala divisi dan bagian. Setelah beberapa input yang minor, Balanced Scorecard Anda telah disetujui untuk
diimplementasikan. Namun, diujung presentasi, pak Ali melemparkan suatu komentar yang menarik: “Presentasi yang baik, tetapi masih
perlu dilengkapi. Coba kamu analisa, dari sasaran L2. Develop Strategic Skills, skill apa yang strategis bagi kita? Kita memiliki budget
terbatas. Artinya setiap tahun kita harus fokus terhadap “pareto-dua puluh” ketrampilan yang berdampak kepada 80% keberhasilan
strategi kita. Bagaimana kalau you analisa lagi apa sih sebenarnya job family yang strategis bagi organisasi kita, dan buatkan semacam
report card mengenai keadaan kita sekarang.”

Setelah mendapat persetujuan dari semua anggota direksi, Anda melakukan analisa dan menemukan ada 6 job families yang strategis
bagi organisasi sesuai dengan proses internal organisasi. Setelah melakukan job profiling dan assessment terhadap setiap individu,
Anda juga menemukan perbedaan antara jumlah yang diperlukan dan yang benar-benar qualified. Mereka adalah:

Dealer Sales Executives: Berperan untuk mencari prospek pembeli kendaraan pribadi dan menjual mobil-mobil ke prospek tersebut.
Mereka adalah karyawan dealer yang memiliki target penjualan yang ketat (Diperlukan: 160, yang Qualified saat ini: 78).

Fleet Sales Team: Karyawan tetap dari Tomida Corporation, Fleet Sales Team bertanggung jawab mencari prospek pembeli korporasi,
melakukan proses penjualan sampai dengan penutupan penjualan. Mereka adalah ujung-tombak organisasi untuk menjual ke segmen
korporasi. Karena tantangan yang dihadapi lebih berat dalam menjual ke korporasi, maka kompetensi yang diperlukan juga lebih tinggi
dari Sales Executives Dealer (Diperlukan; 8, Qualified: 4).

Customer Service Staff: Berperan untuk memberikan pelayanan purna-jual kepada para pembeli mobil Tomida. Bertanggung-jawab
mulai dari menjawab pertanyaan rutin, sampai dengan menghadapi keluhan pelanggan (Diperlukan: 96, Qualified: 87).

Quality Control Staff: Bertanggung jawab atas kualitas produksi. QC Staff berperan untuk melakukan pemantauan atas kualitas
produksi sebelum dikirim ke dealer. Di Tomida, QC Team juga bertanggung jawab untuk menerapkan sistem kendali mutu dan,
bersama-sama dengan bagian production line, melakukan perbaikan atas proses produksi ketika dibutuhkan (Diperlukan: 14, Qualified:
12).

Product Development Analyst: Berperan dalam melakukan analisa terhadap perkembangan kebutuhan pasar dan trend peluncuran
produk kompetitor. Product Development Analyst memberikan rekomendasi modifikasi produk ataupun rekomendasi produk baru kepada
Management sebelum meluncurkan produk baru (Diperlukan 9, Qualified: 4).

Dealer Mechanics: Berperan untuk melakukan perbaikan-perbaikan terhadap produk Tomida, baik yang berada dalam waktu garansi,
maupun yang melampaui waktu garansi. Dealer Mechanics juga bertanggung jawab untuk melakukan perawatan rutin terhadap produk-
produk Tomida (Diperlukan: 128, Qualified: 78).

TUGAS ANDA: Buatlah 1 (SATU) lembar HUMAN CAPITAL READINESS LEVEL CARD yang akan dipresentasikan ke Direksi
minggu depan. 71
 TOMIDA HUMAN CAPITAL SCORECARD
Strategic Skills Readiness Level: Scoring Sheet
Internal I1. Reliable
I4. Introduce
Business after-sales I5. Improve
innovative
service product quality
Process products

I2. Develop
I3. Enhance I6. Aggressive
Dealership:
ease of credit sales
- service
provision approach
- coverage

L2. Develop Strategic Skills

I4. Product I6. Fleet I6. Dealer
I2. Dealer
I1. CS Staff Dev. I5. QC Staff Sales Sales
Learning & Growth

Mechanics
Analysts Team Executives

Target: 128 96 9 14 8 160

Qualified: 78 87 4 12 4 78

Achieve: 61% 91% 45% 86% 50% 49%

GRAND TOTAL SCORE: 64% 72
Go into BSC Scoring
 TOMIDA ORGANIZATION CAPITAL SCORECARD
L3. Develop High Performance ORGANIZATION CAPITAL Readiness Level

Target vs. Actual

Sub Strategic Obj. KPIs (Achievement)
A. Develop Leadership KPI: % of Leadership Scores Ach: 75% 90%/67%
at all levels to mobilize above 4.5
all employees toward KPI: % of Leadership Training Ach: 95% 100%/95%
TOMIDA Strategy Coverage for Supv above

B. Develop a market KPI: Corporate Culture Survey

Ach: 50% 60%/30%
focused, above 60% (Adhocracy & Market)
enterpreneurship culture

KPI: Compensation of strategic job

families as compared to market Ach: 93% 75%/70%
C. Develop Motivating, percentile (incl. Dealers)
Performance Based and KPI: % of Dealers in compliance of Ach: 31% 75%/23%
Aligned PM stand. TOMIDA Compensation Plan
KPI: % of employee’s PM aligned
Ach: 89% 90%/80%
with BSC

Go into BSC Score GRAND TOTAL SCORE: 72% 73

 TUGAS KELOMPOK

Pharmaceutical
Co. Dentorex

Case Study

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 DENTOREX
MANAGEMENT MEETING - PAGE 1

Dentorex adalah anak perusahaan dari sebuah perusahaan consumer goods multinasional DT Group, yang memiliki
produk sangat beragam di dunia. Kegiatan utama Dentorex adalah memproduksi dan memasarkan
prescriptive/ethical products, dan fokus kepada segment produk untuk anak-anak. Meskipun distribusi dilakukan
oleh sebuah anak perusahaan DT Group, Dentorex memiliki armada penjualan sendiri yang mempromosikan
produk-produknya ke dokter-dokter dan rumah sakit. Dentorex menempati posisi nomor 2 di industri dengan
sembilan kompetitor utamanya, dan dengan ROE 9%.

Produk-produk Dentorex saat ini cukup solid, namun dalam dua tahun terakhir ini Dentorex tidak meluncurkan
produk-produk baru ke pasaran. Hal ini menyebabkan ekspektasi pertumbuhan revenue menurun dan juga posisi
Dentorex di industri saat ini. Dua tahun yang lalu, Dentorex menempati posisi nomor 1, namun sekarang kompetitor
utamanya, Western Adoration, menggeser posisinya ke nomor 2. WA memperkenalkan inovasi yang cukup berarti
dalam beberapa tahun terakhir, sejumlah pelanggan rela membayar atas inovasi yang menurut mereka dapat
meningkatkan kenyamanan pengguna obat (misalnya obat penurunan panas lewat anus, ketika konsumsi dari oral
tidak memungkinkan) .

Beberapa hari ini, Team Eksekutif fi melaksanakan meeting untuk memutuskan bagaimana mencapai ekspektasi
CEO dari induk perusahaannya yang mengharapkan minimum ROCE 12% dan meningkatkan posisi Dentorex
sebagai nomor 1 di industri dalam waktu tiga tahun.

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 DENTOREX
MANAGEMENT MEETING - PAGE 2
“Satu-satunya cara dalam rangka mencapai tujuan ini adalah dengan meningkatkan kerjasama antar departemen
untuk meningkatkan margin Dentorex,” kata Frans, CFO perusahaan. Kualitas produk adalah keunggulan dari
perusahaan ini, dan kita harus mencari cara meningkkan kualitas produk kita. Milton, apa saran Anda mengenai
hal ini?

“Harus saya akui bahwa kita harus bekerja lebih efektif dengan membina hubungan baik dengan para supplier
kita, sehingga kita dapat memenuhi kebutuhan distributor kita dengan lebih tepat waktu.” kata Wakil Presiden
Manufaktur, Michael Milton. “Namun, hal-hal tersebut tidak terjadi dengan sendirinya. Untuk meningkatkan
efisiensi dan mengurangi biaya, perlu kita pertimbangkan integrasi core proses (proses inti) dalam perusahaan ini:
pengembangan produk, supply, produksi dan pemenuhan permintaan pelanggan. Saya kira kita perlu implementasi
program-program Process Improvements. HR Department harus tanggap dengan kebutuhan ini.”

“Saat ini, saya tidak memiliki sistem untuk menjajaki produk baru yang kita miliki di kantor pusat. Kita perlu
meningkatkan komunikasi dan mendalami produk yang mereka miliki sehingga kita juga dapat lebih inovatif
dengan produk baru. Terus terang, produk-produk yang diluncurkan kompetitor juga kita miliki di head-office,
tetapi kenapa tidak proaktif?” kata David Dillon, Kepala R&D. “Juga, inovasi tidak hanya untuk produk, tetapi
juga proses kerja kita. Continuous improvement itu penting, ada sejumlah orang yang berkompeten,
berpengalaman dan memiliki ide-ide cemerlang bagaimana mencapai hal ini, namun departemen-departemen
Dentorex di sini sangat besar dan tersebar di berbagai tempat yang berbeda, dan tidak ada alat yang memampukan
mereka untuk saling membagi ide, informasi, dan pemikiran mereka. Terakhir, bagaimana sistem penilaian kinerja
kita sekarang, apakah perlu juga dibenahi supaya lebih kompetitif dan karyawan yang bekerja lebih baik mestinya
dihargai lebih tinggi?”

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 DENTOREX
MANAGEMENT MEETING - PAGE 3

Betul, inovasi harus kita perhatikan,” kata Pamela, Presiden Direktur perusahaan. “Apa yang dapat kita lakukan
untuk menarik minat pelanggan? Kita harus mulai berinovasi untuk meningkatkan posisi kita dalam industri ini.”

“Kita memiliki beberapa orang berbakat di bagian Penelitian dan Pengembangan (R&D),” kata Rita, Wakil
Direktur R&D, “namun hal ini tidak akan membuat Dentorex menjadi lebih baik jika staff marketing kita tidak
dapat mengkomunikasikan produk baru tersebut dan alternatif-alternatif produk yang dapat kita tawarkan. Kita
membutuhkan image baru bahwa kita adalah inovator. Saya rasa, dengan menempatkan staff marketing selama
beberapa waktu di bagian R&D akan membantu mereka untuk merasakan ‘perbedaan’ yang hendak kita lakukan
dan yang sedang terjadi. Sangatlah berbahaya jika karyawan hanya mengetahui area tempat kerja mereka saja
tanpa melibatkan diri akan perubahan pada departemen lain.”

“Semua yang disampaikan adalah hal yang penting, tetapi semua ide itu tidak akan membuahkan hasil jika tidak
disertai dengan komitmen penuh dari seluruh departemen untuk memberdayakan karyawannya, mendukung kerja
sama antar team, dan dukungan untuk berubah. Dan lagi, perubahan dalam perusahaan membutukan ketrampilan-
ketrampilan baru, karyawan kita membutuhkan pelatihan (training),” kata Henry, Wakil Direktur Human
Resources. “Penting bagi setiap kita untuk menciptakan lingkungan kerja yang kondusif karena akan
mempengaruhi peningkatan kinerja. Dan menanggapi pertanyaan David Dillon tentang sistem penilaian kinerja
kita. Saya harus mengatakan bahwa kita sudah mengeluarkan biaya cukup besar untuk membuat sistem PK yang
baru akhir tahun lalu. Cuman problemnya tidak dijalankan semua departemen dengan disiplin, sehingga harus
dikejar-kejar HR terus. Banyak yang masuk terlambat atau ngisinya salah-salah. Percuma sistem terbaik kita
miliki kalau tidak dilaksanakan”

Team Eksekutif menyadari bahwa mereka telah membahas masalah-masalah penting melalui diskusi sesi ini.
Mereka sepakat untuk bertemu kembali untuk membahas lebih detail. Sebelum mengakhiri meeting ini, mereka
memutuskan untuk kembali berdiskusi mengenai proses pemenuhan permintaan pada pertemuan minggu depan.
77
 DENTOREX
HR STRATEGY MAP
Improved ROE

Financial
Perspective HIGHER Efficient HR
RETURN ON Budget
PEOPLE Management

Internal
Innovative and
Customer Team Oriented
Satisfied
employees
Culture
Perspective

Implement
Implement Fulfill employee
Knowledge
Succession Admin needs
Management
Planning effectively
Process Systems Implement
Continuous
Perspective Improvement Strengthen the
existing PM
Activities
Systems

Develop Strategic
Learning Competencies: Implement Cross
Perspective -TQM
- Innovations
Functional
Rotation Systems
- Marketing
78
 DENTOREX
HR STRATEGY MAP
Improved ROE

Financial
Perspective

HIGHER Efficient HR
RETURN ON Budget
PEOPLE Management

• Sales per employee: xx millions • Budget vs. Actual: <100%

• % of sales from new products: 30%

Internal
Innovative and
Customer Team Oriented
Culture Satisfied
Perspective employees

• Organization climate survey (team section): 90%

• Employee Satisfaction Index: 85%
• Unsolved grievances: 0

79
 DENTOREX
HR STRATEGY MAP
Implement
Knowledge • No. of sharing meetings per department: 12 per year
Management • % of employees participating in Dento Group KM Systems: 50%
Systems

Process Implement
• No. of successful improvement projects: 2 per department
Continuous
Perspective Improvement
Activities

Implement
Succession
• % of managerial positions completed in profiling: 100%
Planning

Strengthen the
existing PM • % of employees with satisfactory PM Scores: 90%
Systems • % of employees conducting semesterly PM on time: 100%

Fulfill employee
Admin needs • % of processing employee requests on time: 100%
effectively

Develop Strategic • % of TQM, Inno, and Mktg training plan completed: 100%
Competencies: • No. of R&D Team members participating in Dento Group Global
-TQM
- Innovations Innovation Conference: 4
- Marketing • %. of Individual Development Plan completed for Medical Reps: 100%
Learning
Perspective Implement Cross • % of R&D and Marketing employees participating in
Functional
Rotation Systems
rotation process: 40%
80
 TOMIDA CASE STUDY
KPI TABLE
Financial F1. Increase
Sales Productivity

C1. Develop a
market focused
enterpreneurship
culture

Customer

C3. Increase
C2. Reduce Competency
Turn-over among sales
force

81
 TOMIDA CASE STUDY
KPI TABLE
I1. Increase
Effectiveness in
Recruitment
Internal
Functional I2. Develop
Process motivating
performance-based
and aligned PM
systems

I3. Maintain ISO

integrity within HR
Dept

I4. Deliver first

class, HR services

I5. Implement
Market-oriented
culture activities

Learning &
Growth L1. Develop L2. Develop Leadership at all
Strategic levels to mobilize all employees
Skills toward TOMIDA Strategy

82
 DENTOREX
HR STRATEGY MAP
Improved ROE

Financial
Perspective

HIGHER Efficient HR
RETURN ON Budget
PEOPLE Management

Internal
Innovative and
Customer Team Oriented
Culture Satisfied
Perspective employees

83
 DENTOREX
HR STRATEGY MAP
Implement
Knowledge
Management
Systems

Process Implement
Continuous
Perspective Improvement
Activities

Implement
Succession
Planning

Strengthen the
existing PM
Systems

Fulfill employee
Admin needs
effectively

Develop Strategic
Competencies:
-TQM
- Innovations
- Marketing
Learning
Perspective Implement Cross
Functional
Rotation Systems 84